Project Management CSC 310 Spring 2018 Howard Rosenthal

Transcription

1 Project Management CSC 310 Spring 2018 Howard Rosenthal 1

2 Notice This course is based on and includes material from the text: A User s Manual To the PMBOK Guide Authors: Cynthia Stackpole Snyder Publisher: Wiley ISBN: , Copyright 2013 It also utilizes general information and figures from the PMBOK: A Guide to the Project Management Body of Knowledge (PMBOK 5 TH Edition) Publisher: Project Management Institute ISBN: , Copyright 2013 and A Guide to the Project Management Body of Knowledge (PMBOK 6 TH Edition) Publisher: Project Management Institute ISBN: , Copyright 2017 The course also includes and intersperses some materials, most often diagrams, provided by Mr. Wysocki s PowerPoint slides, at the website: And the book Effective Project Management - Traditional, Agile, Extreme 7TH Edition Authors: Robert K. Wysocki Publisher: Wiley ISBN: , Copyright

3 Lesson Goals Understand what the Knowledge Areas and processes of Project Management as defined by the Project Management Institute Understand the relationships and flows between the process groups Provide an overview of the Integration, Scope, Schedule and Cost areas These Knowledge Areas are the subject of a deeper discussion later in the semester Look a little deeper into the Perform Integrated Change Control process 3

4 Project Management Process Groups and Knowledge Areas PMBOK Std V6 Table 1-1 4

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6 Project Integration Management (1) Project Integration Management includes the processes and activities to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups. In the project management context, integration includes characteristics of unification, consolidation, communication, and integrative actions that are crucial to controlled project execution through completion, successfully managing stakeholder expectations, and meeting requirements. Project Integration Management includes Making choices about resource allocation Balancing competing demands Making trade-offs among competing objectives and alternatives Tailoring the processes to meet program objectives Managing the interdependencies among the Project Management Knowledge Areas. 6

7 Project Integration Management (2) Integration Management is applied in situations where individual processes interact A cost estimate needed for a contingency plan involves integrating the processes in the Project Cost, Schedule, and Risk Management Knowledge Areas. When additional risks associated with various staffing alternatives are identified, then one or more of those processes may be revisited. The project deliverables may also need integrating with ongoing operations of the performing organization, the requesting organization, and with the long-term strategic planning that takes future problems and opportunities into consideration. Integration Management also includes the activities needed to manage project documents to ensure consistency with the Project Management Plan and product, service, or capability deliverables. The project manager spends the majority of his time in Integration Management 7

8 Project Integration Management (3) The integrative nature of projects and project management can be understood by thinking of other types of activities performed while completing a project such as: Develop, review, analyze, and understand the scope. This includes the project and product requirements, criteria, assumptions, constraints, and other influences related to a project, and how each will be managed or addressed within the project; Transform the collected project information into a Project Management Plan using a structured approach as described in the PMBOK Guide; Perform activities to produce project deliverables; and Measure and monitor the project s progress and take appropriate action to meet project objectives. Remember, the links among the processes in the Project Management Process Groups are often iterative in nature. For example, the Planning Process Group provides the Executing Process Group with a documented Project Management Plan early in the project and then updates the Project Management Plan if changes occur as the project progresses. 8

9 Project Integration Management (4) Project Integration Management is about Ensuring the deliverable due dates of the product, service or result; Providing a Project Management Plan that achieves the project objectives Ensuring the creation and use of the appropriate knowledge to and from the project Managing the performance and changes of the activities in the Project Management Plan Making integrated decisions regarding changes Measuring and monitoring the project s progress and taking appropriate actions to meet the project objectives Collecting and analyzing data and communicating the results to stakeholders Completing all the work on the project and formally closing each phase, contract and the whole project Managing phase transitions 9

10 Project Integration Management - Processes There are seven processes defined under Integration Management 4.1 Develop Project Charter The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities (discussed in detail in Later this semester) 4.2 Develop Project Management Plan The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive Project Management Plan. The project s integrated baselines and subsidiary plans may be included within the Project Management Plan 4.3 Direct and Manage Project Work The process of leading and performing the work defined in the Project Management Plan and implementing approved changes to achieve the project s objectives 4.4 Manage Project Knowledge The process of using existing knowledge or creating new knowledge to achieve the project s objectives and contribute to organizational learning 4.5 Monitor and Control Project Work The process of tracking, reviewing, and reporting project progress against the performance objectives defined in the Project Management Plan 4.6 Perform Integrated Change Control The process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the Project Management Plan; and communicating their disposition 4.7 Close Project or Phase The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project 10

11 Management Tailoring Is Done During Integration Management Selecting a project management type and the correct lifecycle Determine the best management approaches based on the organizational structure and the complexity of the project Determine how knowledge be managed the need for sharing v. company control and security How is change managed What levels of governance amongst control boards, management and stakeholders Approach to collecting and reporting lessons learned On agile programming additional tailoring of the increments and cycles is performed i.e. length allowed, etc. 11

12 Project Integration Management Overview PMBOK Guide V6 Figure

13 A Deeper Look at An Integration Process 13

14 Integrated Change Control Summary (1) Perform Integrated Change Control is the process of Reviewing all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan Coordinating changes by evaluating Impact Statements for all the possible side effects that may occur and must be accounted for if a change is implemented Approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan Communicating the disposition of all change requests Change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines as opposed to configuration control which is focused on the specification of both the deliverables and the processes The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, A risk often arises from changes made without consideration to the overall project objectives or plans. The Perform Integrated Change Control process is conducted from project inception through completion and is the ultimate responsibility of the project manager The Project Management Plan, the Project Scope Statement, and other deliverables are maintained by carefully and continuously managing changes, either by rejecting changes or by approving changes, thereby assuring that only approved changes are incorporated into a revised baseline 14

15 Integrated Change Control Summary (2) Changes may be requested by any stakeholder involved with the project. Although changes may be initiated verbally, they should be recorded in written form and entered into the change management and/or configuration management system. Change requests are subject to the process specified in the Change Management Plan and require information needed by the configuration control systems. Those change request processes may require information on estimated time impacts and estimated cost impacts. Every documented change request needs to be either approved or rejected by a responsible individual, usually the project sponsor or project manager. The responsible individual will be identified in the Project Management Plan or by organizational procedures. 15

16 Integrated Change Control Summary (3) The Perform Integrated Change Control process includes a Change Control Board (CCB), which is a formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions Approved change requests can require new or revised: Cost estimates Activity sequences Schedule dates Resource requirements Technical or design changes Analysis of risk response alternatives These changes can require adjustments to the Project Management plan and other project documents. The applied level of change control is dependent upon the application area, complexity of the specific project, contract requirements, and the context and environment in which the project is performed. Customer or sponsor approval may be required for certain change requests after CCB approval, unless they are part of the CCB. 16

17 Configuration Management Within Change Control Some of the Configuration Management activities included in the Perform Integrated Change Control process are as follows: Configuration Identification. Identification and selection of a configuration item to provide the basis for which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained. Configuration Status Accounting. Information is recorded and reported as to when appropriate data about the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes. Configuration Verification and Audit. Configuration verification and configuration audits ensure the composition of a project s configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met 17

18 Integrated Change Control Perform Integrated Change Control: Inputs, Tools & Techniques, and Outputs PMBOK Guide V6 Figure

19 Integrated Change Control Data Flows PMBOK Guide V6 Figure

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21 Project Scope Management (1) In the project context, the term scope can refer to: Product scope The features and functions that characterize a product, service, or result Project scope The work performed to deliver a product, service, or result with the specified features and functions. The term project scope is sometimes viewed as including product scope 21

22 Project Scope Management (2) Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the project scope is primarily concerned with defining and controlling what is and is not included in the project. The processes used to manage project scope, as well as the supporting tools and techniques, can vary by project. The Scope Baseline for the project is the approved version of: The Project Scope Statement The Work Breakdown Structure (WBS), and its associated WBS dictionary. A work breakdown structure (WBS) is a key project deliverable that organizes the team's work into manageable sections. The WBS is a hierarchical and incremental decomposition of the project into phases, deliverables and work packages. It is a tree structure, which shows a subdivision of effort required to achieve an objective. A baseline can be changed only through formal change control procedures and is used as a basis for comparison while performing Validate Scope and Control Scope processes as well as other controlling processes. 22

23 Special Considerations For Incremental and Adaptive Life Cycles In Agile Project Management Scope is decomposed into a set of requirements and work often referred to as project backlog At the beginning of an increment or cycle the team identifies the highest priority work in the backlog and selects those items that can be completed for the next delivery The Scope is redefined for each increment or cycle Validate Scope and Control Scope are required each increment or cycle The stakeholders are involved in the prioritization process 23

24 Sample WBS (1) 24

25 Sample WBS (2) 25

26 Project Scope Management - Processes Project Scope Management has six processes 5.1 Plan Scope Management The process of creating a Scope Management Plan that documents how the project scope will be defined, validated, and controlled 5.2 Collect Requirements The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives 5.3 Define Scope The process of developing a detailed description of the project and product. 5.4 Create WBS The process of subdividing project deliverables and project work into smaller, more manageable components 5.5 Validate Scope The process of formalizing acceptance of the completed project deliverables 5.6 Control Scope The process of monitoring the status of the project and product scope and managing changes to the scope baseline These processes interact with each other and with processes in other Knowledge Areas 26

27 Project Scope Management Overview PMBOK Guide V6 Figure

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29 Project Schedule Management (1) The Project Schedule Management processes and their associated tools and techniques are documented in the Schedule Management Plan. The Schedule Management Plan is a subsidiary plan of, and integrated with, the project management plan through the Develop Project Management Plan process The Schedule Management Plan identifies a scheduling method and scheduling tool, and sets the format and establishes criteria for developing and controlling the project schedule. The selected scheduling method defines the framework and algorithms used in the scheduling tool to create the schedule model. Some of the better known scheduling methods include critical path method (CPM) and critical chain method (CCM). A schedule model is a representation of the plan for executing the project s activities including durations, dependencies, and other planning information, used to produce project schedules along with other scheduling artifacts Distinguishing the project schedule presentation from the schedule data and calculations that produce the project schedule is practiced by referring to the scheduling tool populated with project data as the schedule model. 29

30 Project Schedule Management (2) Project schedule development includes Define activities Sequence activities Estimate activity durations in combination with the scheduling tool to produce the schedule model. Estimate activity resources is now included within the estimate durations process Produce a finalized schedule for approval The finalized and approved schedule is the baseline that will be used in the Control Schedule process As the project activities are being performed, the majority of effort in the Project Schedule Management Knowledge Area will occur in the Control Schedule process to ensure completion of project work in a timely manner On some projects, especially those of smaller scope, defining activities, sequencing activities, estimating activity resources, estimating activity durations, and developing the schedule model are so tightly linked that they are viewed as a single process that can be performed by a person over a relatively short period of time. These PMI separates processes are presented as distinct elements because the tools and techniques for each process are different. 30

31 Project Schedule Management The Scheduling Tool The Scheduling tool describes the manual or automated tool used to develop a schedule You can use a sticky pad as a tool, a word processor application, a spreadsheet, or software designed specifically for scheduling Schedule data refers to the information regarding the activities, sequences, resources, duration estimates, calendars, constraints, milestones, etc. A scheduling methodology is a set of rules and assumptions used in scheduling for example, critical path or critical chain methodology Combining the scheduling methodology, scheduling tool, and schedule data gives you a schedule model. Remember, the model is only as good as the input data 31

32 Project Schedule Management Scheduling Overview Project Specific Data (e.g., WBS, activities, resources, durations, dependencies, constraints, calendars, milestones lags, etc.) Scheduling Method Scheduling Tool Schedule Model Project Information For example, CPM Generates Output Project Schedule Examples of Project Schedule Presentations Network Diagram Activity List Bar Chart PMBOK Guide V6 Figure

33 Project Schedule Management - Processes Project Schedule Management has six processes 6.1 Plan Schedule Management The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule 6.2 Define Activities The process of identifying and documenting the specifications to be performed to produce the project deliverables 6.3 Sequence Activities The process of identifying and documenting relationships among the project activities 6.4 Estimate Activity Durations The process of estimating the number of work periods needed to complete individual activities with estimated resources 6.5 Develop Schedule The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model 6.6 Control Schedule The process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan 33

34 Project Schedule Management Overview PMBOK Guide V6 Figure

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36 Project Cost Management (1) Project Cost Management is primarily concerned with the cost of the resources needed to complete project activities. It should also consider the effect of project decisions on the subsequent recurring cost of using, maintaining, and supporting the product, service, or result of the project. For example, limiting the number of design reviews can reduce the cost of the project but could increase the resulting product s operating costs. The purposes of Project Cost Management include: Planning cost management Estimating, costs Budgeting Financing Funding Managing costs Controlling costs Cost estimates are developed for cost categories and work breakdown structure (WBS) elements and are then applied across the schedule to develop a funding curve and a cost baseline. The cost management processes can also analyze costing options by weighing the lifecycle cost of investing more in the project development in order to have a lower cost in maintaining the product, or investing less up front and having to spend more on maintenance and up keep. 36

37 Project Cost Management (2) Along with the project schedule the project budget is one of the most important documents in the project. Project Cost Management must consider the stakeholder requirements for managing costs. Different stakeholders will measure project costs in different ways and at different times. For example, the cost of an acquired item may be measured when the acquisition decision is made or committed, the order is placed, the item is delivered, or the actual cost is incurred or recorded for project accounting purposes. The cost management planning effort occurs early in project planning and sets the framework for each of the cost management processes so that performance of the processes will be efficient and coordinated. 37

38 Project Cost Management (3) Financial Performance Measurement In many organizations, predicting and analyzing the prospective financial performance of the project s product is performed outside of the project. This is especially true during the development of commercial products This means that marketing research, pricing strategies, product rollout, etc. may be performed outside the purview of the Project Manager For other projects, such as a capital facilities project, Project Cost Management can include this work. When such predictions and analyses are included, Project Cost Management may address additional processes and numerous general financial management techniques including but not limited to: Return on Investment Discounted cash flow Investment payback analysis Cost in agile environments A project may have an overall budget which is constantly reprioritized based on the tasks selection A detailed budget is developed for each increment/cycle 38

39 Project Cost Management - Processes Project Cost Management has four processes 7.1 Plan Cost Management The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs 7.2 Estimate Costs The process of developing an approximation of the monetary resources needed to complete project activities 7.3 Determine Budget The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline 7.4 Control Costs The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline 39

40 Project Cost Management Overview PMBOK Guide V6 Figure